ORtv Nigeria Ltd.
TABLE OF CONTENTS
INTRODUCTION.........................................................................................................................................................3
PURPOSE OF PLAN................................................................................................................................................... 3
BACKGROUND INFORMATION...................................................................................................................................3
PROJECT APPROACH................................................................................................................................................ 4
PHASE X: STAKEHOLDERS’ CONTRIBUTION..............................................................................................................4
GOALS AND OBJECTIVES......................................................................................................................................5
BUSINESS GOALS AND OBJECTIVES..........................................................................................................................5
PROJECT GOALS AND OBJECTIVES...........................................................................................................................5
SCOPE...........................................................................................................................................................................6
SCOPE DEFINITION.................................................................................................................................................. 6
PROJECTED BUDGET................................................................................................................................................ 8
RISK ASSESSMENT................................................................................................................................................. 10
INITIAL PROJECT RISK ASSESSMENT......................................................................................................................11
MILESTONES......................................................................................................................................................... 14
ASSUMPTIONS..........................................................................................................................................................15
PROJECT ASSUMPTIONS.........................................................................................................................................15
CONSTRAINTS..........................................................................................................................................................16
PROJECT CONSTRAINTS.........................................................................................................................................16
RELATED PROJECTS .............................................................................................................................................. 16
CRITICAL PROJECT BARRIERS................................................................................................................................16
PROJECT MANAGEMENT APPROACH.............................................................................................................17
PROJECT ROLES AND RESPONSIBILITIES.................................................................................................................17
ISSUE MANAGEMENT............................................................................................................................................. 18
COMMUNICATIONS PLAN.......................................................................................................................................19
ATTACHMENTS/APPENDICES.............................................................................................................................21
APPROVALS..............................................................................................................................................................22
SIGN-OFF SHEET...................................................................................................................................................22
2

INTRODUCTION
Purpose of Plan
The proposed Analogue Switch-Off (ASO) transition roll-out by the Nigerian
Broadcasting Corporation (NBC) has created a huge opportunity for Pay-tv
service providers to penetrate the large Nigerian Mass Market. To dominate this
niche market and riding on the over 100 million Mobile Phone penetration by the
GSM service providers, a Consumer-To-Consumer site will provide ORTV the
right platform to gain a substantive market share as well as use the same tool to
create and retain customers. Using this site, Subscribers can cross-market ORtv
products and services and earn a nominal income by accumulating points which
can be redeemed as subscription to their accounts or gift items from the ORtv
gift catalog. This Proposal will provide a definition of the project, including the
project’s goals and objectives. Additionally, the Proposal will serve as an
agreement between the following parties: Steering Committee, Project
Coordinator, Project Owner, Project Manager, Project Team, and other
personnel associated with and/or affected by the project.
The Project Plan defines the following:
− Project purpose
− Business and project goals and objectives
− Scope and expectations
− Roles and responsibilities
− Assumptions and constraints
− Project management approach
− Ground rules for the project
− Project budget
− Project timeline and execution
− The conceptual design of new technology
Background Information
The Broadcasting Revolution is well underway in Nigeria and the transition from
Analogue to Digital broadcasting is not only in conformance with the guidelines and
resolutions of the ITU and NBC but also creating opportunities for Oraqtech Nigeria
Limited to achieve a 10 million subscriber base and exponential profitability targets.
The ORtv brand provides the DTT platform needed to achieve the required
coverage and penetration to keep our targets in perspective and achievable.
There is need for concerted effort to be deployed by all facets of the ORtv business
to enable a seamless transition through innovative technology and achieve a
sustainable competitive advantage. We recognize that the transition will benefit our
business extensively but it is a complex process given our business terrain and our
regulatory environment
Our Business Strategy would rely on a C2C site as a marketing and retention tool to
create subscriber base with huge multiplier potential
3

C2C DTT Penetration Project
Project Approach
The Project will be executed in phases using a proactive approach through
informed and accurate projections to stay ahead of competition and on top of
target markets’ preference. The different phases can happen within over-lapping
timelines as execution is imminent.
Phase I: Constitute and Inaugurate project Team to ease co-
ordination
Phase II: Activate a Research and Advisory team to conduct a market
survey to determine prospective customer TV preferences
Phase III: Design a C2C Site creating existing subscribers on the
platform as activation agents who will earn points that can
be converted to subscription or redeemed as gifts
Phase IV: Test-run Site with internal customers to identify gaps and
measure efficiency
Phase V: Marketing campaign to create awareness and traction to the
C2C site
Phase VI: Launch Site
Phase VII: Train and support a robust operation for Subscriber
Management
Phase VIII: Post Launch evaluation and performance audit
Phase X: Stakeholders’ Contribution
1. ORtv Management
2. Finance Department
3. Research and Development Department
-
4. Marketing Department
5. IT Department
6. Human Resources Department
7. Credit Control and Operations
8. Sales Department
4

GOALS AND OBJECTIVES
Business Goals and Objectives
The business goals and objectives of the Project is to achieve a 10 million
subscriber base over a 24 Months period using a C2C Site as a customer
acquisition and subscriber management tool
− Achieve extensive DTT coverage and penetration in accordance with the
ORtv Roll-out plan
− Build a 10 million subscriber base
− Distribution and value-chain management at required trade and sales
capacity
− Grow revenue by 100% in 12 Months through C2C mutually beneficial
innovations
− Reduce operational cost by using IT alternatives to providing services
Project Goals and Objectives
These are
− Design and Deploy a user friendly C2C Site with growing benefits for
subscribers and huge returns for the Company
− Facilitates coordination of transition activities, site roll-out plan and
information sharing both internal and external to all stakeholders
− Ensure stock adequacy and inventory management to meet the expected
increase in demand for Set-Top-Boxes (STB) created by the C2C site
− Cost effective budget
− Marketing campaign with deep penetration
− Provides an open, flexible, reliable DTT technology base for the future.
− Build a virtual supply chain and sales force
− Invest in an operational platform that guarantees ease of activation,
subscriber management and user friendly devices
− Accomplish project business goals and objectives within defined budget
and time parameters.
− Minimize impact to business operations within the transition period
− Gather demographic and market intelligence data to guarantee competitive
edge
5

SCOPE
Scope Definition
The Project will achieve an interactive platform that will enable customers act
as ORtv agents to resell STBs through direct referrals to prospective
customers, registration of deals, fulfillment of transactions and earning of
points which can be earned as subscription or gifts
− Identify areas of research and investigation to determine customer TV
preferences and sales referrals incentives
− Identify and deploy the right subscriber management tools as payment and
redemption interfaces on a C2C site
− Build and Launch a customer friendly C2C e-commerce solution for
subscribers to earn their subscription payments
− Monitor the volume of trade generated using this portal and measuring the
impact on the company bottom-line
− Plan and execute marketing campaigns that will reach over 100m GSM
users in Nigeria
− Grow subscriber base exponentially through this innovative technology and
deploy the right retention tools
− Provide Training and Support to the operations and subscriber
management department
− Integrate the billing system into the C2C site
− Achieve business goals and objectives within set timelines and budget
− Periodic evaluation of site performance and maintenance and constant
improvements
Including the following interfaces:
− Nigerian Broadcasting Corporation (NBC)
− GSM Service Providers (MTN, Etisalat, Airtel)
− Internet Service Providers (Swift, Smile, ICSL)
− Advertising Media (BTL and ATL)
Desired Enhancements
− Information Technology in-house infrastructure
− Warehouse and Stock Holding Capacity
− DTT Coverage Area
− Distribution and Logistics
− Competitive intelligence and Demographic data
− Value-chain penetration and market reach
− Management and financial support
− Alternative Payment Options
− Operational tools and training deployments
6

Projected Budget
$000's
ORTV NIG LTD
C2C DTT MARKET PENETRATION
Labour 2,533
Monitoring Equipment Installation - Labour 22
Business input into specs and testing & System Design Approval 20
Research and Market Survey - Materials 20
Connections - Billing System 65
Connections - Customer Relationship Management 241
Dissemination - Customer engagement via email & training 28
Implementation of PowerOn Fusion 709
Maintenance & Support for PowerOn Fusion 187
Project Management - Website Design 351
Project Management - ePayment Solution 790
Involvement in developing Future Network Planning/Operational
Standard 15
Circuit Selection 32
Developing Future Network Planning/Operational Standard 53
Equipment 3,077
Publicity Materials - Informational Pamphlets & postage & packaging 18
Remote Control Installation - Head Office 1,954
Monitoring Equipment Installation - Project Office 112
Remote Control Installation - Materials 563
Commissioning SWIFT link to Remote Control Devices 31
Delivery and configuration of SWIFT IT hardware and software 399
Contractors 2,214
Demand Side Response Customer Survey 391
Project Management - Market Survey 115
Remote Control Installation - Labour 844
Remote Control Installation at Project Office 159
Contractors Travel & Publicity - Informing Affected Customers 42
Connections - Connections Design 303
Data Analysis and Economic Modelling 185
Power System and Technical Modelling 175
IT 739
Data Capture and Cleanse 55
Database Licenses 100 8

Develop CRMS Reporting Capability 11
Develop CRMS/PowerOn (SOP) Interface 87
Develop New Interface to PowerOn Fusion 87
Develop Real-time Data Update Functionality 55
Develop Visual Display Functionality for CRMS 73
Initial Data Load Functionality 55
System Integration & Testing 66
Testing and Development Workstation 10
Upload and Store Estimates (into historian) 85
Upload CRMS Diagram and Managed Loads 55
Project Manager - Remuneration 100
Travel & Expenses 50
Payments to users 300
Demand Side Response 300
Contingency 967
Development and Preparation 44
Remote Control Installation 284
Publicity, Training and Dissemination - Operations 125
DSR and Interruptions 100
Project Management 28
Connections 102
Monitoring Equipment 77
Installation and configuration of IT and Implementation of PowerOn
Fusion
109
Circuit selection and data upload 24
Analysis, Modelling and Development of Standards 41
System Integration & Testing 13
Decommissioning 20
Other 444
Publicity and Dissemination 257
Accommodation 160
Unplanned interruptions during trial 27
TOTAL PROJECT COST – $10,424,000
9

Risk Assessment
The initial Risk Assessment attempts to identify, characterize, prioritize and
document a mitigation approach relative to those risks which can be identified
prior to the start of the project.
The Risk Assessment will be continuously monitored and updated throughout
the life of the project, with monthly assessments included in the status report
(see Communications Plan) and open to amendment by the Project Owner and
Project Manager.
Because mitigation approaches must be agreed upon by project leadership
(based on the assessed impact of the risk, the project’s ability to accept the risk,
and the feasibility of mitigating the risk), it is necessary to allocate time into each
Steering Committee meeting, dedicated to identifying new risks and discussing
mitigation strategies.
The Project Manager will convey amendments and recommended contingencies
to the Steering Committee monthly, or more frequently, as conditions may
warrant.
10

Initial Project Risk Assessment
Risk Risk Level
L/M/H
Likelihood
of Event
Mitigation Strategy
Project Size
Person Hours H: Over 20,000 Certainty Assigned Project Manager,
Site Engineers and hands-on
project team, comprehensive
project management
approach and
communications plan
Estimated Project
Schedule
H: Over 12 months Certainty Created comprehensive
project timeline with frequent
baseline reviews
Team Size at Peak H: Over 15
members
Certainty Comprehensive
communications plan,
frequent meetings, tight
project management
oversight
Number of Interfaces to
Existing Systems
Affected
H: Over 4 Certainty Develop interface control
document immediately
Project Definition
Narrow Knowledge
Level of Users
M: Knowledgeable
of user area only
Likely Assigned Project Manager(s)
and Team members to assess
global implications
Available
documentation and
data clouds
establishment of
baseline
M: More than 75%
complete/current
Likely Balance of information to be
gathered by team and
Customer Insight
Project Scope Creep L: Scope generally
defined, subject to
revision
Unlikely Scope intially defined in
project plan, reviewed
monthly by three groups
(Project Manager and
Steering Committee) to
prevent undetected scope
creep
Project Deliverables
unclear
L: Well defined Unlikely Included in project plan,
subject to amendment
Technical Team Project
Deliverables
M: Estimated, not
clearly defined
Somewhat
likely
Included in project plan but
requires more information,
subject to amendment
Cost Estimates
Unrealistic
L: Thoroughly
predicted by finance
experts using
proven practices to
less than 15%
margin of error
Unlikely Included in project plan,
subject to amendment as new
details regarding project
scope are revealed
11

Risk Risk Level
L/M/H
Likelihood
of Event
Mitigation Strategy
Timeline Estimates
Unrealistic
M: Timeline
assumes no
derailment
Somewhat
likely
Timeline reviewed monthly by
three groups (Project
Manager and Steering
Committee) to prevent
undetected timeline
departures
Number of Team
Members
Unknowledgeable of
Business
L: Team well versed
in business
operations impacted
by technology
Unlikely Project Manager to identify
knowledge gaps and provide
training, as necessary
Project Leadership
Steering Committee
existence
L: Identified and
enthusiastic
Unlikely Frequently seek feedback to
ensure continued support
Absence of
Commitment
Level/Attitude of
Management
L: Understands
value & supports
project
Absence of
Commitment
Level/Attitude of
Project Team
L: Understands
value & supports
project
Absence of Mid-
Management and Staff
Commitment
L: Most understand
value & support
project
Staffing & Funding
Project Team
Availability
M: Diverse team
makes availability
questionable
Somewhat
likely
Continuous review of project
momentum by all levels. HR to
identify any impacts caused
by unavailability. If necessary,
increase committmment by
participants to full time status
Physical Location and
primary responsibility
of Team prevents
effective management
M: Team is
dispersed among
several functions
Likely Use of Intranet project website
on pundit, comprehensive
Communications Plan
Project Team’s Shared
Work Experience
creates poor working
relationship
M: Some have
worked together
before
Somewhat
likely
Comprehensive
Communications Plan
Weak User Participation
on Project Team
L: Users are part-
time team members
Unlikely User Group Participants
coordinated by full time
employee
Project Management
Funding
Methodology Used
unknown to team
L: Procurement
Methodology
familiar to team
Unlikely N/A
Change Management
Procedures undefined
L: Well-defined Unlikely N/A
Quality Management
Procedures unclear
L: Well-defined and
accepted
Unlikely N/A
IT Team
Number of Times Team
Has Done Prior Work
with Vendor Creates
M: Project Owner
has always worked
with the Technical
Likely Comprehensive briefing by
previous participants will bring
the rest of the Team to speed12

Risk Risk Level
L/M/H
Likelihood
of Event
Mitigation Strategy
Foreign Relationship Team on Work-In-Progress (WIP)
Project Team’s Lack of
Knowledge of C2C
relevant experience
M: Conceptual
understanding
Somewhat
likely
Comprehensive briefing by
previous participants will bring
the rest of the Team to speed
on Work-In-Progress (WIP)
Poor Coverage of
Transmitters in existing
DTT cities
H: Emphasis on
metropolis as
against mass
market dwellings
Certainty Additional transmitters will
need to be constructed and
deployed in such cities e.g
Abuja and Port Harcourt
Team’s Involvement in
Transmission sites
Selection Impacts
Success of
Implementation
L: High involvement
in selection
Unlikely Periodic meetings to identify
high opportunity markets and
prioritize resources for
transmitter deployments
13

Milestones
Description of Milestone Sub Steps (if any)
#1. Conduct extensive Research on Customer TV
Preferences to determine areas of content creation and
investments in strong selling points.
Sub Step #1 - Delineate the Nigerian Market
Sub Step #2 - Determine size of target market
Sub Step #3 - Focus on existing customers using android
devices
#2. Invest in a Robust Subscriber Management Tool and
Billing System to enable database updates and cleansing.
Partner epayment solution providers to create a payment
and points management platform
Sub Step #1 - Ensure all customer data are captured
Sub Step #2 - Increase the size and speed of Billing Tool
Sub Step #3 - Integrate a viable and efficient payment
and point capturing platform
#1. Recruit Web Design Consultant and determine DIY
functionalities to enable subscribers manage their
accounts from their mobile devices
Sub Step #1 - Recruit Consultant and sign Agreements
Sub Step #2 - Present Web design and Online Account
User profiles
Sub Step #3 - Upload customer profiles from Subscriber
Management platform to Website
#2. Completion of Web design and presentation to Senior
Management for critic and adoption
Sub Step #1 - Completion of Web Design
Sub Step #2 - Presentation to Senior Management
Sub Step #3 - Adoption and Approval by Project Owner
and Sponsors
#1. Test Run of Web Site with Internal Customers and
Select Subscribers from diverse markets
Sub Step #1 - Create all Internal Customers on Web Portal
Sub Step #2 - Include select Subscribers from diverse
markets
Sub Step #3 -Close Customer to Customer deals and
measure Turn Around Time and Satisfaction Rating
#2. Train Operations and IT Staff who will monitor and
manage C2C Interface
Sub Step #1 - Create a Support Team
Sub Step #2 - Train and Retrain Operations and IT Staff
Sub Step #3 - Provide Product Knowledge Training to all
Customer facing staff
#3. Deploy BTL and ATL Campaign across diverse markets
especially using GSM Service Providers Marketing
platforms to reach existing and prospective Subscribers
Sub Step #1 - Choose a Marketing Campaign Slogan (Sell
& Smile)
Sub Step #2 - Adopt a staff and customer sensitization
and awareness campaign
Sub Step #3 - Deploy Marketing conccepts across BTL and
ATL platforms
#1. LAUNCH C2C WEBSITE
Sub Step #1 - Launch New C2C Site with Stakeholders
Sub Step #2 - Launch in Regional Markets
Sub Step #3 - Sustain Aggressive campaign across
platforms
15 months
#1 Conduct Post Launch Performance Audit and Evaluations
Sub Step #1 - Measure customer satisfaction
Sub Step #2 - Measure Market Penetration sucess
Sub Step #3 - Measure Impact on Revenue
6 months
9 months
12 months
3 months
14

ASSUMPTIONS
Project Assumptions
The following assumptions were made in preparing the Project Plan:
− ORTV management and staff are informed and willing to take advantage
of the opportunity offered by the Analogue Switch-Off (ASO) transition
programme led by NBC
− Management will ensure that project team members are available as
needed to complete project tasks and objectives.
− The Steering Committee will participate in the timely execution of the
Project Plan (i.e., timely approval cycles and meeting when required).
− Failure to identify changes to draft deliverables within the time specified
in the project timeline will result in project delays.
− Project team members will adhere to the Communications Plan.
− Mid and upper management will foster support and “buy-in” of project
goals and objectives.
− The business will ensure the existence of a technological and
transmission infrastructure that can support the C2C site Roll-out.
− All project participants will abide by the guidelines identified within this
plan.
− The Project Plan may change as new information and issues are
revealed.
15

CONSTRAINTS
Project Constraints
The following represent known constraints to the C2C DTT Penetration Project:
− Project funding could be limited, with no contingency.
− Due to the nature of regulatory enforcement and Government
bureaucracies the Digital Transition Roll-out might be inconsistent
− Online web usage knowledge among subscribers might be limited
− A large number of GSM users do not use Android devices
− Poor Sells incentives for Customers
Related Projects
- DTT Transmitters Roll-out Project
- Consumer Behaviour Research Projects
- STB Manufacturing Project
Critical Project Barriers
Unlike risks, critical project barriers are insurmountable issues that can be
destructive to a project’s initiative. In this project, the following are possible
critical barriers:
− Inefficient Internet Services by ISPs
− NBC Regulatory bottlenecks
Should any of these events occur, the Project execution could be threatened
16

PROJECT MANAGEMENT APPROACH
Project Roles and Responsibilities
Role Responsibilities Participant(s)
Project Sponsor
 Ultimate decision-maker and tie-breaker
 Provide project oversight and guidance
 Review/approve some project elements
ORtv Management
Steering
Committee
 Commits department resources
 Approves major funding and resource
allocation strategies, and significant
changes to funding/resource allocation
 Resolves conflicts and issues
 Provides direction to the Project Manager
 Review project deliverables
VP – Marketing
VP – Operations
VP – HRM
VP – IT
VP – Sales
VP – R&D/Strategy
VP – Finance
Project Manager  Manages project in accordance to the
project plan
 Serves as liaison to the Steering Committee
 Receive guidance from Steering Committee
 Supervises consultants
 Supervise vendor(s)
 Provide overall project direction
 Direct/lead team members toward project
objectives
 Handle problem resolution
 Manages the project budget
Eze Igwe
Project Participants
(Team)
 Understand the user needs and business
processes of their area
 Act as consumer advocate in representing
their area
 Communicate project goals, status and
progress throughout the project to
personnel in their area
 Review and approve project deliverables
 Creates or helps create work products
 Coordinates participation of work groups,
individuals and stakeholders
 Provide knowledge and recommendations
 Helps identify and remove project barriers
 Assure quality of products that will meet
the project goals and objectives
 Identify risks and issues and help in
resolutions
Team Member – Marketing
Team Member – Operations
Team Member – HRM
Team Member – IT
Team Member – Sales
Team Member – R&D
Team Member - Finance
Consultants  Lend expertise and guidance as needed Web Design Consultant
17

Issue Management
The information contained within the Project Proposal will likely change as the
project progresses. While change is both certain and required, it is important to
note that any changes to the Project Plan will impact at least one of three critical
success factors: Available Time, Available Resources (Financial, Personnel), or
Project Quality. The decision by which to make modifications to the Project Plan
(including project scope and resources) should be coordinated using the
following process:
Step 1: As soon as a change which impacts project scope, schedule,
staffing or spending is identified, the Project Manager will
document the issue.
Step 2: The Project Manager will review the change and determine the associated
impact to the project and will forward the issue, along with a recommendation, to
the Steering Committee for review and decision.
Step 3: Upon receipt, the Steering Committee should reach a consensus
opinion on whether to approve, reject or modify the request based
upon the information contained within the project scope, the Project
Manager’s recommendation and their own judgment. Should the Steering
Committee be unable to reach consensus on the approval or denial of a change,
the issue will be forwarded to the Project Sponsor, with a written summation of
the issue, for ultimate resolution.
Step 4: If required under the decision matrix or due to a lack of consensus, the Project
Sponsor shall review the issue(s) and render a final decision on the approval or
denial of a change.
Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor),
the Project Manager will notify the original requestor of the action taken. There is
no appeal process.
18

Communications Plan
Disseminating knowledge about the project is essential to the project’s success.
Project participants desire knowledge of what the status of the project is and how
they are affected. Furthermore, they are anxious to participate. The more that
people are educated about the progress of the project and how it will help them
in the future, the more they are likely to participate and benefit.
This plan provides a framework for informing, involving, and obtaining buy-in
from all participants throughout the duration of the project.
Audience This communication plan is for the following audiences:
− Project Sponsor
− Steering Committee
− Project Manager
− Project Team
− Subject Matter Experts
Communications Methodology The communications methodology utilizes
three directions for effective communication:
Top-Down It is absolutely crucial that all participants in this project sense
the executive support and guidance for this effort. The executive
leadership of the organization needs to speak with a unified, enthusiastic
voice about the project and what it holds for everyone involved. This will
be 'hands-on' change management, if it is to be successful. Not only will
the executives need to speak directly to all levels of the organization, they
will also need to listen directly to all levels of the organization, as well.
The transition from the project management practices of today to the
practices envisioned for tomorrow will be driven by a sure and convinced
leadership focused on a vision and guided by clearly defined, strategic,
measurable goals.
Bottom-Up To ensure the buy-in and confidence of the personnel
involved in bringing the proposed changes to reality, it will be important to
communicate the way in which the solutions were created. If the
perception in the organization is that only the Steering Committee created
the proposed changes, resistance is likely to occur. However, if it is
understood that all participants were consulted, acceptance seems more
promising.
19

Middle-Out Full support at all levels, where the changes will have to be
implemented, is important to sustainable improvement. At this level (as
with all levels), there must be an effort to find and communicate the
specific benefits of the changes. People need a personal stake in the
success of the project management practices.
Communications Outreach The following is a list of communication events that
are established for this project:
Monthly Status Reports The Project Manager shall provide monthly
written status reports to the Steering Committee. The reports shall include
the following information tracked against the Project Plan:
- Summary of tasks completed in previous month
- Summary of tasks scheduled for completion in the next month
- Summary of issue status and resolutions
Monthly Steering Committee Meeting These status meetings are held
at least once per month and are coordinated by the Project Manager.
Every member of the Steering Committee participates in the meeting. The
Project Manager sends the status report to each member of the team prior
to the meeting time so everyone can review it in advance.
Bi-Monthly Project Team Status Meeting These status meetings are
held every other month. Every member of the Project Team will be invited
to participate in the meeting. Project Manager sends the status report to
each member of the team prior to the meeting so everyone can review it
in advance.
20

ATTACHMENTS/APPENDICES
21
Project Sponsor – ORTV
Management
Steering Committee
Project Manager
Eze Igwe
Team Member
- Marketing
Team
Member -
Operations
Team Member
- HRM
Team
Member - IT
Team
Member -
Sales
Team
Member –
R&D
Team Member -
Finance

APPROVALS
Sign-off Sheet
I have read the above Project Proposal and hereby append my approval and
support to the Project
Project Sponsor:
Date
Project Manager:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
Steering Committee:
Date
22

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